There’s a company I’m sad to see go: https://www.linkedin.com/pulse/i-cant-wait-you-see-what-we-do-next-kevin-gibbon … I’d encourage software people who are getting into non-software businesses to sweat the unit economics very early. Software margins have a lot of room for error in them. Almost no businesses have software margins.
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(This was largely driven by Uber envy.) Note that profitable unit economics doesn't necessarily imply a healthy business, since they exclude e.g. engineering teams, (often) cost of customer acquisition, etc, but negative unit economics are a) pretty dire and b) addictively so.
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In an ideal world, we should be taking all these costs including our customer support team and marketing team and other supporting ongoing costs to figure out what the real cost of a unit is I guess?
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